Abstract
The psychology of sustainability in terms of sustainable development for work–family conflict (WFC) in organizations has become increasingly relevant in sustainable human resource management research, and the pursuit of sustainable creative performance is an important aspect of corporate sustainable development. Taking a regulatory focus perspective, this study integrates a moderated-mediation model to examine the relationship between work–family conflict and sustainable creative performance. Data were collected from 203 supervisor–subordinate dyads from two branches of a high-end manufacturing enterprise in Shanghai, China. The results reveal that work–family conflict has a positive effect on sustainable creative performance through job crafting, and the effect is stronger when individuals show higher promotion regulatory focus. We discuss the theoretical and practical implications of the study, along with potential future research directions.
Highlights
Sustainability in people management goes beyond human resources management policies and practices, by including a broad and critical perspective of leading people responsibly and ethically [1]
We found job crafting was significantly correlated with sustainable creative performance (r = 0.195, p < 0.01), and promotion regulatory focus was significantly correlated with job crafting (r = 0.425, p < 0.01)
Our study extends the antecedents and consequences of job crafting by identifying the contradictory role demands implied in work–family conflict as a stimulus that accelerates job progression, and by substantiating sustainable creative performance to confirm the relationship between job crafting and creativity
Summary
Sustainability in people management goes beyond human resources management policies and practices, by including a broad and critical perspective of leading people responsibly and ethically [1]. A few researchers have argued that this new perspective of work–family conflict may have an impact on innovation [14,15], to the best of our knowledge, there is not yet any related empirical study in the sustainable human resource management literature. Following De Stobbeleir (2011), we consider that individuals who show a high level of sustainable creative performance may be more flexible in information comprehension, higher in internal motivation for innovation, and more conversant in new technology [35] These personal traits may help individuals better apply their abilities to their work, promoting more useful ideas and creative products [36], further increasing organizational competitiveness. Existing research mainly discusses the antecedents of sustainable creative performance in the field of the positive aspects of individuals and organizations, ignoring the influence of some negative factors
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